The Capital Regional District (CRD) plays an essential role in helping its citizens and businesses enjoy and contribute to a vibrant, livable and sustainable region. This means providing the right level of services at the right cost for a diverse and growing region.

The CRD follows a four-year service and financial planning process to ensure the effective and efficient delivery of services. On an annual and ongoing basis, the CRD monitors, reviews and adjusts its plans to stay relevant and respond to changes in the region and within the organization. Read more >>

2018 Financial Plan

The Financial Plan for 2018 reflects and responds to a strong and vibrant economy, as evidenced by a surge of development and population growth in the capital region.

Various external forces influence the budget including inflation, interest rate changes and utility costs such as electricity, natural gas, and fuel. Impacts on CRD activity include the need for new capital investment, infrastructure maintenance and upgrades, and a continued focus on maintaining service levels while advancing Board priorities.

Consolidated Budget

2018provbudget-consolidatedoverviewThe CRD budget consists of individual service budgets, some of which are recommended directly through standing committees of the CRD Board, and others which are recommended by sub-regional or local service commissions with various degrees of delegated authority. The consolidated budget consists of the CRD’s operating and capital expenditures as well as Capital Regional Hospital District and Capital Region Housing Corporation expenditures.

Operating Budget


Operating costs pay for the daily business of the CRD. This portion of the budget pays for labour costs, supplies, programs, services and repayment of debt for major projects. Revenue from sale of services make up nearly half of the CRD’s operating revenue, while requisition makes up approximately 26%. The balance is funded from a variety of other sources including grants.

Capital Budget

2018provbudget-consolidatedcapitalCapital investments are included in an annual plan to sustain and enhance infrastructure in the region. This includes acquisition of buildings, facilities, construction of trails, and upgrades to capital assets, such as water treatment plants and sewers. The Core Area Wastewater Treatment Project accounts for approximately 63% of capital expenditures.

Service Activity & Investment

Highlights include:

  • The Core Area Wastewater Treatment Project will see significant construction activities in 2018. The project will take advantage of significant contributions totalling more than $450 million from the federal and provincial governments as work proceeds. The CRD continues to support implementation of core area wastewater treatment by increasing the requisition to $25 million ($5 million increase) for participating municipalities. This follows a 2013 Board decision to budget for incremental increases to reduce overall interest expense, reduce ongoing annual debt servicing costs and provide sufficient funding for capital and operating costs.
  • Renewing and improving drinking water and wastewater infrastructure for the region’s urban centres and local service areas continues in 2018. Activities include the upgrading of the drinking water disinfection plant for the Regional Water Supply System and Juan de Fuca Water Distribution System upgrades with the extension of McCallum Road.
  • The Board has approved the 2018 Regional Water Supply wholesale water rate of $0.6644 per cubic metre as recommended by the Regional Water Supply Commission, which is a 4.22% increase over the 2017 rate. The rate increase is necessary as a result of increases in operating expenses associated with water supply system operation, maintenance and repair costs, on-going capital infrastructure upgrades, renewals and project funding requirements, and accounting for depreciation of existing system infrastructure.
  • Managing natural areas and ensuring access to parks and trails will remain a priority as the CRD continues development of the E&N Rail Trail, a new cycling and pedestrian trail largely within the E&N rail corridor. The CRD Board has agreed to borrow up to $6.1 million to complete an additional 2.3 km of trail by 2019, which will provide residents and visitors with a 13.8 km continuous route from Westshore communities to Victoria. The CRD also continues to collect $20 per average residential household assessment resulting in $3.7 million annually for park land acquisition.
  • Construction of a unified 911 call answer and police dispatch centre is now underway and borrowing costs for construction will be funded from existing revenue streams. When completed later this year, the centre will meet post-disaster standards and accommodate consolidated services that benefit residents across the region in 2019.
  • Expansion of the SEAPARC leisure complex in Sooke to add 478 square metres (5,150 square feet) of fitness and multi-purpose space.
  • The CRHD Financial Plan includes $51.7 million for continued development of health-related infrastructure, including The Summit at Quadra Village, a 320 unit complex residential and dementia care facility. Construction of the facility is currently underway and is scheduled to be complete in 2019.
  • In 2018, the CRD will continue to implement the Regional Housing First Program (RHFP) in partnership with the Province of BC and Island Health. The RHFP is a six-year capital housing program that will increase the region’s supply of affordable housing units that address the needs of people experiencing chronic homelessness and low to moderate households.
  • The CRHC will finalize designs and start construction on Westview, a 73-unit mixed-use building in Saanich at 3816 Carey Road. The CRD is leasing land to the CRHC as part of the Mt View Heights campus of care.
  • Service Activity and Investment 2018 (PDF)

Financial Indicators

Financial indicators have been developed that relate directly to the CRD and the services provided to the communities in which the CRD operates. Although benchmarking these indicators is difficult due to the varying size and scope of services provided by local governments, the indicators provide insight on trends and measures of organizational and financial performance. Ongoing work on asset management will complement work on financial indicators leading to new policy development with respect to debt management, reserve levels, risk management and facility life cycles. It will also enable a better monitoring of expenditures and capital investments in light of the continued service delivery demands.